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Sven Gunnar Tilo Kunisch
Former Member
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Prof. Dr.
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Kunisch
First name
Sven Gunnar Tilo
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Item type:Publication, Complex times, complex time: The pandemic, time‐based theorizing and temporal research in management and organization studiesThe Covid-19 pandemic brings time to the foreground as a multidimensional force that pervades diverse phenomena. For example,‘flattening the curve’–the key crisis management strategy pursued by many governments–is about slowing down the spread of the virus so that hospitals gain time to ramp up capacities and to heal patients without overflowing. Stimulus programs are about bridging the time between the pre-and post-pandemic pace of economic activity, because the virus is slowing down large parts of the global economy. Time is also of the essence in the development, production, and distribution of vaccines, complex tasks permeated by questions of timing (‘When will vaccines be available?’), pacing (‘How fast can people get vaccinated?’), and sequencing (‘In what order should people be vaccinated?’). The pandemic also brings to light diverse experiences of time. For some, rushed rhythms of busy …Type:journal articleJournal:Journal of Management StudiesVolume:58Issue:5Scopus© Citations 42 - Some of the metrics are blocked by yourconsent settings
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Item type:Publication, Three Traps Facing New Corporate Center Executives : What Companies Should Consider When Hiring for Corporate RolesWhat kind of managerial experiences best prepare executives for a corporate center role? For today's large, multidivisional corporations, this question is fundamental. Most firms assume that experience with managing a profit-oriented unit in one or more of the firm's core businesses is vital for success in a corporate center role. This assumption leads many large firms to seek executive candidates with proven track records in at least one of the firm's business divisions. Although such experience clearly has many benefits, it also imposes some risks that companies should consider. In our years of studying and consulting corporate executives, we have identified several signs of mistakes commonly made by executives with prior business experience when they take on corporate center roles. We look at three common traps and introduce three ways for hiring companies to mitigating those risks. [http://www.europeanbusinessreview.com/?p=5211 Link to article]Type:journal articleJournal:The European Business ReviewVolume:2014Issue:Sep-Oct - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Why Corporate Functions Stumble(Harvard Business School Publ. Corp., 2014-12-01); ; Campbell, AndrewA survey of 761 of the largest corporations in North America and Europe showed that the number of corporate functions had increased at about a third from 2007 to 2010. Leaders at three out of four companies believed that their functions' influence had grown. At the same time, complaints about the performance of those functions were increasing. The authors combined their survey data with insights from structured interviews at large European multibusiness organizations to understand why corporate functions so often underperform and what might be done about it. They learned that the performance of these functions may well be related to how they respond to the varying management challenges they face at different life-cycle stages. In "youth," for example, the function may not be seen as valuable by all the businesses. Its mandate may be unclear, its staffing problematic, and its efforts to get up and running overhasty. In "adolescence," the function may have a tendency to expand its activities without due regard for how that affects its relationships with the business divisions. In "maturity," when it is well established and its mandate is fairly stable, it may spend too much time benchmarking and searching for best practices, diverting attention from the needs of its internal clients. In the fourth stage, which calls for change, the function's managers may fall into the trap of looking for opportunities to redeploy their skills rather than acquiring new ones. The authors discuss these and other challenges and offer remedies. [http://hbr.org/2014/12/why-corporate-functions-stumble Online-Version] [https://archive.harvardbusiness.org/cla/web/pl/product.seam?c=36597&i=36599&cs=68ad625f2eb0b64cbca1120dc8370210 PDF-Version]Type:journal articleJournal:Harvard Business ReviewVolume:92Issue:12 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, CEOs, Mind Your Own Business! : Why and How Corporate CEOs Should Pay More Attention to Corporate Functions(TEBR The European Business Review, 2013-03); The corporate office consists of the CEO and the corporate functions. It is the main vehicle for delivering corporate added value. Yet corporate functions often underperform and corporate offices often fail to add value. We argue that this is because CEOs focus most of their attention on portfolio strategy and business issues and give too little attention to guiding and leading their own business - the corporate office. --> http://www.europeanbusinessreview.com/?p=8459Type:journal articleJournal:The European Business ReviewIssue:March-April - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Are CEOs Getting the Best from Corporate Functions?At too many large companies, corporate functions like HR and IT don't get enough strategic direction from the CEO. Four basic steps can help. Few CEOs give enough direction to the heads of their corporate-level functions. That's the conclusion of a survey we conducted of more than 50 function heads at some of Europe's leading companies. We are referring here to larger companies in which corporate-level functions such as finance, human resources, information technology, strategy, purchasing and legal provide policies, controls and services to decentralized operating divisions. Fortunately, some CEOs have found ways to address the problem. In our survey, fewer than one in 10 function heads felt they had received sufficient guidance on how their function should contribute to the company's overall strategy. Instead, they were expected to develop their own ideas and functional strategies.Type:journal articleJournal:MIT Sloan Management ReviewVolume:53Issue:3 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, A New Look for the Head Office : Corporate Headquarters Redesigns during Times of CrisisCompanies appear to have adopted a new perspective on the role of their corporate headquarters (CHQ). Instead of considering it a cost factor that can be easily slashed, companies seem to have recognized the need for a stronger corporate hand. By analyzing recent patterns of CHQ change, this article provides valuable lessons on how companies handle this conflict between CHQ cost efficiency and value contribution. [http://performance.ey.com/2012/11/14/chq-redesigns-during-times-of-crisis/ Snapshot] [http://performance.ey.com/wp-content/uploads/downloads/2012/11/New-look-for-head-office.pdf Full Article]Type:journal articleJournal:PerformanceVolume:4Issue:4 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Greek Drama - Behind the Scenes of EU IntegrationEconomists and politicians alike have had no shortage of advice on how to solve the so-called Euro Crisis. Their consultation stretches between two basic suggestions: a break-up of the EU or its further integration-with hopes that the adoption of either would resolve the current crisis. Yet, even as critics repeatedly call for EU leaders to take more decisive actions, time and again, European officials have made only last minute and seemingly unavoidable decisions. What are EU leaders doing?Type:journal articleJournal:Harvard Kennedy School ReviewVolume:12 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, To centralize or not to centralize?The CEO's dilemma-were the gains of centralization worth the pain it could cause?-is a perennial one. Business leaders dating back at least to Alfred Sloan, who laid out GM's influential philosophy of decentralization in a series of memos during the 1920s, have recognized that badly judged centralization can stifle initiative, constrain the ability to tailor products and services locally, and burden business divisions with high costs and poor service.1 Insufficient centralization can deny business units the economies of scale or coordinated strategies needed to win global customers or outperform rivals. Timeless as the tug-of-war between centralization and decentralization is, it remains a dilemma for most companies.Type:journal articleJournal:McKinsey QuarterlyIssue:3 - Some of the metrics are blocked by yourconsent settings
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